1.
EDD Leadership Lab:
Reaching New Heights
NADO Annual Training Conference
October 2022

2.
About the Presenter
Steve Etcher
Manager, Location Strategies
setcher@marksnelsoncpa.com
Career Highlights
20+ years RDO Director
NADO Board of Directors
10 years Economic Development
and Site Selection
Specialties
Community & Economic
Development
Organization Management and
Consulting
About MarksNelson

3.
Expectations
What I want to take away from
today’s session

4.
Mission, Purpose,
Impact & Culture

5.
Reflection
1. Why does your organization exist?
2. What is your organization known for?
3. What are some of the organization’s recent
accomplishments?
4. How do you define success for your organization?
5. Describe the culture/organizational environment of your
organization?

6.
Adapting to Change &
Emerging Opportunities

7.
Group Discussion
Many states, communities, RDOs, and RPOs have been involved in the distribution of CARES Funding and ARPA
Funding and are well positioned to be provide critical support for the Bipartisan Infrastructure Law (BIL)
1. What has been your organization’s role in the delivery of CARES & ARPA funding opportunities?
(Individual RDOs or Statewide Association?)
2. Have you been involved in the development of priorities, policies and procedures? (State, Regional or
Local)
3. How have you been able to creatively leverage resources to help implement projects, provide matching
funds, and maximize project impacts?
4. Who are some new (or existing) partners that you engaged with to provide support to your communities
or state? What new partners and partnership opportunities have presented during this time?
5. In anticipation of the Bipartisan Infrastructure Law (BIL) what are some of the challenges and
shortcomings in the delivery of CARES & ARPA funds? How can the approach be improved to address
these challenges?
6. What are some best practices for successful investment and regional involvement?

8.
Preparing for the Unknown
1. Have a long-term financial plan for the organization
2. Create a reserve fund and be disciplined to maintain and replenish it
3. Keep your overall mission and purpose forefront—especially with the board
4. Develop a strategic action plan for yearly focus, and an overall organizational plan that
provides a long-term perspective
5. Be nimble, so you can adjust as conditions change (nimbleness is restricted if carrying
debt)
6. Be flexible—work at doing things differently and more efficiently or be prepared to ramp
up quickly
7. Be entrepreneurial

9.
Value Perception

10.
Leadership Challenge #1
Telling your story, highlighting your successes and
accomplishments is vital to creating awareness,
loyalty and credibility.
What are you doing to tell your story?
TellingYour
Story

11.
Value Hierarchy
Relevancy Pyramid
Perspective
Role
• Trusted Advisor
• Foresight
$$$
• Planner
• Insight
$$
• Vendor
• Hindsight
$
Are You Relevant?
Every day you should ask yourself… how is our organization adding value to our local governments, communities,
funders, partners, and federal and state local officials?

12.
Leadership Challenge #2
Innovation is a key element to creating growth,
producing value and financial diversification.
What innovative strategies have you pursued?
Innovation

13.
Doing More with Less
& Setting Priorities

14.
Leadership Challenge #3
Many state agencies are looking for assistance in
delivering CARES, ARPA, and BIL funding.
How do you organize as a state association or
enhance your state association to become a critical
delivery vehicle for state agencies?
How are you using your State Association to
support your RPC?
State
Associations

15.
Leadership Challenge #4
Preventing burnout and fatigue should be a
priority for RDO leadership.
How do you maintain a work/life balance for
yourself and your staff?
Life Balance

16.
Finding Focus
Eisenhower Matrix
Is it important?
Is it urgent?
URENCY
IMPORTANCE
High Low
High
Pursue Plan
Low
Partner Park

17.
Niche Identification

18.
Niche Identification/Initiative
Life Cycle
Core Service #1 Core Service #2 Core Service #3
Needs Assessment & Information Gathering
Planning
Policy Development
Project Development
Project Execution & Implementation
Project Reporting & Information Sharing
Project Evaluation

19.
Niche Identification
Core Service Role Business Climate Resume Other Entities
Needs Assessment
& Information
Gathering
Planning
Policy Development
Project
Development
Project Execution &
Implementation
Project Reporting &
Information Sharing
Project Evaluation
Roles
• Lead
• Support
• Participate
• Monitor
• None
Business Climate:
• Trusted Advisor
• Competitive
• Overlooked
Resume
• Specialized
• Experienced
• Novice
• Undeveloped

20.
Strategic Action Plan

21.
Organization
Development Plan
Current State
Future State
Strategic Steps
Impediments/Obstacles
to Address
Resources Needed

22.
Strategic Planning for Regional
Development Organizations
Many RDOs mistakenly use the CEDS as their
organizational strategic plan
Many RDOs have too many “priorities” and are
unable to advance any of them in a meaningful
way. Jack of all trades, master of none.
Best to focus on a limited number of key
initiatives and achieve those, then add more

23.
Creating Organization Focus
Strategic Action Plan
Luck=Opportunity + Preparedness
Vision
• Where do
we want to
be in the
next 10 -20
years?
SWOT
Analysis
• Where are
we now?
Goals
• Broadly
stated, where
do we want to
go?
Objective
s
• Specifically,
what will we
do?
Strategies
• How do we
get there?
Measures
• How are we
doing?
• What can
we do
better?
Too many organizations fail to maximize their impacts because
they apply finite resources to infinite needs. They become a
“jack of all trades” and a master of none.

24.
>MarksNelson Strategic Action Plan
STRATEGIC OBJECTIVE 2018STRATEGY/INITIATIVE
Enhance the
success of the
firm through
talent
development.
1. Plan and execute Phase 2 of MarksNelson University implementation; incorporate
technical topics and build technical curriculum.
2. Plan and implement Phase 1 of the Emerging Leaders Program.
3. Leverage internal technology expertise to expand the Firm’s tool set.
4. Integrate technology team into prioritization of gap analysis to drive
recruiting/training process.
Provide our clients
with a strategic
advantage.
1. Strategically build niches through thought leadership, business development,
training and revenue goal setting.
2. Continue development and implementation of an efficient and effective business
development process.
3. Continue implementation of the Love Your Client Program to include Strategic Account
Plans (SAPs); tie to 2018 individual goals.
4. Enhance client engagement through utilization of the Net Promoter survey; add
servicing professionals.
5. Conduct internal training on firm service offerings.
Improve business
processes by
leveraging
technology and
training
1. Integrationwith BOC
1. Review existing infrastructure-understand overlap between BOC & MN (for
consolidation) and unique areas to each line of business.
2. Review existing processes and systems-identify processes with biggest
possible gains/most pain
3. Document outcomes of A and B, set priorities for implementation and add
initiatives for 2018 as necessary
2. Conduct security and firm training needs assessment.
3. Update the IT Roadmap annually and communicate to the partner group.
Enhance the one-
firm (Shared
Vision) concept
and develop a firm
culture based upon
teamwork and
trust
1. Refine firm policies and procedures relating to client acceptance and filtering.
2. Formalize written plans to designate and foster transfer of client relationships-
address a leverage model, client succession, partner retirement, & emergency plan.
3. Devise a systematic process for the communication of the 2018 Strategic Plan progress
throughout the year to engage and educate staff on how their contribution connects to
the Strategic Plan.
4. Develop two new programs to enhance employee engagement, e.g. Advisory Board,
Special Interest Group etc.
5. Integrate new strategic hires into culture.
6. Development of a firm growth strategy that is agreed upon by all leadership.

25.
BRPC Regional Strategic
Action Plan
Strategic Goals Strategic Objectives Strategies & Tactics
Economic Development: Increase regional
prosperity through sustainable economic
growth
-New business creation
-Existing business growth
-New business attraction
Community Development: Enhance the
attractiveness and livability of our region
-Community comprehensive planning
-Infrastructure needs assessment and planning
-Investment in community infrastructure &
amenities
-work with local communities to plan for future
growth
-work with local communities to identify and
plan for infrastructure projects
-work with local members to secure funding for
priority projects
Workforce Development: Equip our residents
with in-demand skills to secure stable
employment
-Training for unemployed and underemployed
-Training for skill enhancement
-Increase access to vocational training
-Support skill needs of area employers

26.
BRPC Organization Strategic
Action Plan
Strategic Goals Strategic Objectives
Talent Development: Strengthen the capacity of our organization
through talent development
-Identify professional development opportunities for existing staff
-Staff develop a personal growth plan
-Pursue strategic hires to enhance organizational capacity
-Increase employee retention
-Develop employee recruitment program
Regional Leadership: Enhance our role as a problem solver and
innovator to chronic challenges
-Host regional roundtable to discuss challenges & opportunities
-Develop and launch new programs to respond to priority needs
-Be the initial facilitator/convener during disasters and disruptions
-Become a trusted advisor for our constituents
Organization Culture: Create a positive work environment that
expresses appreciation to staff, rewards staff for exemplary service,
and challenges staff to grow professionally.
-Cross-train staff in related practice areas
-Convene regular(effective) staff meetings to timely address needs
-Update HR manual to reflect current changes
-Develop staff rewards and incentives program to recognize effort
-Formalize the “onboarding” process for new hires
Organization Financial Sustainability: Grow financial resources to
ensure sustainability, encourages new program exploration, and
provides opportunities for the next generation
-Diversify financial resources through new program implementation
-Amplify financial resources through value billing
-Develop long-range financial strategy to establish financial resources for program
sustainability and expansion
-Asset management through affiliated organization
-Provide board training related to financial management

27.
Professional Growth

28.
An observation of
respected and effective
leaders is their ability
to BE PRESENT in every
situation

29.
7 Habits of Highly Effective
People
29
1. Be Proactive
2. Begin with the End in Mind
3. Put First Things First
4. Think Win-Win
5. Seek First to Understand, Then to be Understood
6. Synergize
7. Sharpen the Saw

30.
Director Performance Evaluation
1. Function of the Board
2. Should be done at least annually
3. Identify assessment criteria
4. Have the Director complete a self assessment
5. Have the Board (or Committee) complete an assessment
6. Review assessment with Board (or Committee) and Director
7. Inform full board at the conclusion if using a committee
8. Create goals for future-make the review forward looking
30

31.
Director Evaluation System
Competencies for Performance Evaluation
1. Organizational management- running the day-to day operations of the organization
2. Leadership-region, state, nation—recognized as a leader
3. Financial management-developing a budget, developing and maintaining a system of checks
and balances, creating financial plan, and generating revenues to fulfill the plan
4. Program management—overseeing programs, particularly related to compliance and
schedules—review monitoring reports and audits
5. Personnel management—finding, training, motivating, and supervising staff
6. External Relationships—developing relationships with key state and federal partners
7. Internal Relationships—developing relationships with communities, community leaders,
partner organizations, etc
8. Visioning and Planning—casting the vision for what the organization pursuing, and developing
and implementing strategies to realize the vision
9. Pursuit of Mission and Purpose—maintaining focus on the core issues the organization is
pursuing while encouraging innovation
31

32.
Attributes Evaluated
Demonstrates integrity
Demonstrates ability to
understand complex
situations and instructions
Demonstrates ability to
lead a team
Demonstrates ability to
make good judgments
Demonstrates a willingness
to accept responsibility
Demonstrates initiative
and self motivation
Demonstrates the ability to
perform under pressure
Demonstrates the ability to
prioritize and make the
best use of time
Demonstrates punctuality
Demonstrates a proper
attitude and a good frame
of mind
Demonstrates the ability to
be an innovator and
thought leader
Demonstrates maturity (in
relation to age and
experience)
Maintains a positive
attitude
Is conscientious about the
way customers are dealt
with
Is well respected in the
region, state, and nation
Is conscientious about
appearance-Dresses
appropriately for the job
Possesses good oral
communication skills
Possesses good written
communication skills
32

33.
Attributes of an Effective Regional
Leader
High octane, high energy, self starter
Great communicator
Creative entrepreneur
Visionary
Consensus builder and motivator
Open minded
Results oriented
Decision maker
Knowledgeable
Politically Savvy
Trustworthy

34.
Effective Evaluation

35.
Organization Performance Evaluation
“What gets
measured gets
done. What
gets measured
and fed back
gets done well.
What gets
rewarded gets
repeated.”
 Measure RESULTS not activity
 Identify the key ELEMENTS to measure
 Establish BASELINE for historical
comparison
 Identify COMPETITION to measure against
 Evaluate and REPORT progress, impact, and
value
 RAISE the bar once the goals have been
met.
35

36.
Keys to Organization Sustainability
 Cultivate and engage leadership
 Take care of the basics first
 Pay attention to details
 Know your customers and their needs
 Anticipate trends and plan accordingly
 Advocate for your organization
 Mobilize your marketing team
 Evaluate, benchmark and report performance

37.
Observations of Highly Effective
Organizations
Attitude
Poise and Professionalism
Focus
Aspiring Leaders
Positive Habits
Efficient
Effective
“A leader takes people where they
want to go. A great leader takes
people where they don't
necessarily want to go, but ought
to be."
--Rosalynn Carter

38.
Keys To Effective Organizational
Leadership
Need to think outside the box-offer fresh perspectives to chronic challenges,
Allow innovation to fuel the organization
Delegate to trusted and qualified staff
Lead Projects-Avoid getting drug into the mire
Surround yourself with people that are smarter than yourself, that
complement your style of leadership, and offset your limitations
Find a mentor
Lead with humility
Running and growing an agency requires high levels of energy and ambition—
understand your need to re-energize
Don’t forget to plan for your own organization
Don’t forget to set goals for yourself
You are paid to make recommendations and to lead, do not avoid this
responsibility
“The problem
is not the
problem. The
problem is how
you think
about the
problem. We
can not solve
our problems
with the same
level of
thinking that
created them”

39.
Principals of Leadership
Know yourself and seek self-improvement
Be technically proficient
Seek responsibility and take responsibility for
your actions
Make sound and timely decisions
Set the example
Know your people and look out for their well
being
Keep your workers informed
Develop a sense of responsibility in your
workers
Ensure that tasks are understood,
supervised, and accomplished
Train as a team
Use the full capabilities of your organization
“Nobody cares how much you know
until they know how much you care.”
-Theodore Roosevelt
COMMON LEADERSHIP
SHORTCOMINGS
Lack of “big picture” focus
Too detailed and process oriented
Failure to recognize key product is
intellect
Complacency

40.
Organizational Leadership
 Know your strengths as Leader
 Utilize these strengths to improve the organization
 Recognize your shortcomings/weaknesses
• Staff to compliment your strengths and strengthen your shortcomings
 Develop a personal improvement plan
 Create an organization plan and implement it
• Include short and long term goals, measurements and timelines
 Prioritize and maintain board member engagement
• EDDs are experiencing high turnover in elected officials
• Develop a process for orientation to the organization and create a sense of
ownership
 Share information, not data
• Know and understand the board preferences on the “right amount” of information
 Performance evaluation is vital
• Create a process for fair evaluation of you, your organization and your staff
• Benchmark and evaluate results related to your strategic action plan
Leading an organization
is like riding a bike… you
need to keep moving
forward to keep your
balance

41.
Keys to Success
RELATIONSHIPS--constantly build new and reaffirm existing
RESPONSIBILITY--do what you say, when you say, with a high quality product
RESULTS—Achievements, not intentions pave the road to success
RESPECT--you must rise above differences to work together. You must give it to get it
REPUTATION--Aggressively work to manage public perception.
REALITY--is term limits, turnover, and elections.
RUN--to clients, agencies and legislators—Don’t wait for them to come to you.
RESOURCE-Become an indispensable resource for local, state and federal partners,--
especially during an era of tight budgets and limited resources.

42.
Staffing

43.
Leadership Challenge #5
You recognize the increase level of funding that will
be available in the coming months resulting from the
Bipartisan Infrastructure Law (BIL) and you see an
opportunity to help attract some of these dollars to
your community. In order to pursue this, you need to
add professional staff members to your organization,
but your Board of Directors is hesitant to hire new
staff without a guaranteed revenue stream.
How do you advance this issue with your Board?
>Risk Tolerance
Talent
Attraction

44.
Leadership Challenge #6
In the post-pandemic era, it has become
increasingly difficult to recruit, retain, and afford
professional staff for your organization.
How do you address the current employment
dynamics to ensure you have adequate and
qualified staff to carry out the organization’s
programs and strategies?
How do you show staff appreciation?
Staffing

45.
Staffing for Regional Organizations
 Staffing for a regional development organization is best described as “talent
management”
 Talent management is the practice of attracting, retaining, developing and promoting
outstanding talent to serve the organization.
 Talent management should be formed from the organization's mission, values, and goals.
 An effective talent management system helps employees feel as if they are part of something
bigger than their current job
 Without the right talent in key areas, you run the risk of missing out on emerging
opportunities.
 You need to constantly be planning ahead –identifying and nurturing future
leaders.
 You need to understand how to attract today’s emerging talent
 You need to be able to offer the necessary challenges and career development to
motivate/retain top performers
 You need to weed out poor performers, poor performers undermine productivity
and erode morale
What
happens if
we in invest
in
developing
our people
and they
decide to
leave? What
happens if
we don’t and
they stay?

46.
Board Engagement &
Interactions
Successful, impactful organizations share a common feature—they have
a board of directors that is engaged, understands their role, and
contributes their talents and expertise to the success of the organization

47.
Leadership Challenge #7
Having an informed and engaged Board of Directors
is critical to organization success.
What strategies have you utilized to increase
board member awareness and engagement?
Board
Engagement

48.
Creating a Dynamic Board of
Directors
Practical Tips for Creating a Dynamic Board
 Ask them their opinion
 Allow others to take ownership in ideas
 Provide value to them through
information, and project results
 Filter and interpret data to provide
meaningful information
 Board education is critical and must be
constant
 Immediate education and inclusion of
newly elected officials and appointed
board members
48
 Have regularly scheduled meetings that
encourage participation
 Have a structured meeting format to make
the most use of their time and provide value
to the members
 Have an agenda and stick to it. Stay within
the time constraints set up for the meeting
 Utilize committees as appropriate to
streamline the policy debate, make
recommendations, and broaden board
member engagement
 Create Ownership by the Board. Constantly
reinforce their ownership versus ownership
by the Executive Director

49.
Roles and Responsibilities
Board Members Director (CEO)
Sets policies and develops priorities Recommends and Carries Out Board Policies and Priorities
Provide general guidance and counsel to the director Manages day to day operations
Ensure financial integrity of the organization Maintains organizational relationships
Nurture a vision for the organization Oversees the staff
Overseeing the Executive Director Assess the performance of the staff
Assess Performance of the director and organization Communicates with the Board of Directors
Participate responsibly, ethically & knowledgably Reports performance and impact of organization
Out of Bounds
Board members should not involve themselves in operational matters or personnel issues
Directors should not engage in politics

50.
Board of Directors Dos and Don’ts
Do Don’t
Learn all you can about your members—spouse’s
name, children, occupation, etc.
Avoid personal relationships with members.
Remember important events such as election cycles
and years in office.
Do not address board members only by their first name in a meeting.
Communicate with your members between meetings
using email, handwritten letters, phone calls, or visits.
Do not ignore phone calls or emails from board members.
Invest time in your members because you are asking
them to invest time in you and your organization.
Do not get involved with politics and elections.
Be consistent in all your communication—tell all board
members the same thing. Don’t gossip.
Don’t PRETEND to have all the answers
Address board members by their title and last name—
it’s a sign of reverence and respect. To get respect you
need to give respect.
Don’t give lengthy technical or detailed responses to a question—be
concise and informative
Encourage diversity and youth on your board as
appropriate
Don’t be defensive—accept constructive criticism
Don’t only talk to your members about activities—reinforce the
mission, purpose and strategic objectives the organization is pursuing

51.
Tips for Running Board
Meetings
 Understand the most convenient date and time for your
members to meet
 Meet with your chairman in advance to set the agenda and
discuss agenda items
 Develop an agenda and stick to it.
 Respect members time—keep meeting on schedule
 Provide ample notice for the meeting date, time and
location
 Send board packets out a week in advance of the
meeting—agenda, minutes, financials, policies, action
items, and reports.
 Have at a minimum coffee, water, and a light refreshment
 Arrange the room so members are facing one another to
promote good dialog
 Make sure if necessary you have a PA system
 Use A/V as needed—don’t overdo the PowerPoint
presentations
 Control the room temperature—anticipate impact of
a large crowd
 Allow your chairman to run the meetings and let
him defer to you for additional information
 Provide the chairman with annotated agenda with
key information—make the chairman look good
(competent)
 Know where you and the staff should sit during the
meeting.
 Don’t allow staff to blurt out during the
meeting/discussion
 Personally greet your board members when they
arrive
 If large board with unfamiliar members-prepare
name tents or name badges
 Introductions can be appropriate-manage the time
element
 If assigning seats for your board members—know
any personality conflicts that may exist between
board members

52.
Tips for Running Board
Meetings
 Don’t overdress for board meetings
 Be prepared to accommodate the press and the public
 Be prepared to offer your recommendation—that is what they are paying your for.
 Provide content of value to the members
 Address board members by their title, not their first name
 Correctly pronounce board members names
 Turn off your cell phone during the meeting—You are not that important
 Avoid passing out papers during the meeting-have it at their table or send in the packet.
 Use color paper to manage handouts
 Avoid the use of acronyms with the board
 Know your by-laws and Roberts Rules of Order
 Use committees as appropriate and beneficial
 Always be prepared for the meeting—anticipate questions, prepare for the unexpected.
> Source: Various RPC Directors

53.
Financial Managment

54.
Leadership Challenge #8
The organization has been barely able to break even
in recent years and has very little reserves in the
bank and is deeply concerned about inflation and
its impact on the financial performance of the
organization.
How would you approach this issue and what
strategic actions would you explore to shore up
the organization’s financial condition?
Financial
Management

55.
Revenue Strategies
Sell More
Existing
Services to
Existing Clients
Sell Existing
Services to
New Clients
Sell New
Products to
Existing Clients
Sell New
Products to
New Clients
Increase Value
of Services

56.
Keys to Financial Management
 Have a financial management procedures manual—serves as an agreement, a list of responsibilities
between you and the staff assigned to handle the finances of the organization
 Hire trustworthy, competent, experienced staff
 Oversee the financial staff directly—they report to you!
 Maintain fidelity insurance on all staff and board members that are involved with the financial process
 Separate duties as much as possible
 Educate yourself if are not 110% confident in your financial aptitude
 Have an audit done every year by an independent accounting firm
 Meet with the auditor to get his opinion on the financial practices of the organization
 Sit in on the exit conference with the auditor and your staff
 Don’t just think of financial management as statements of historical activity-you need to project the
financial condition of the organization-to lead the organization

57.
Financial Management
What the Director Needs to Know &
Understand
Cash inflows and outflows are different
from revenues and expenses.
Budgets are blueprints for the
future…plans.
Financial statements are historical; they
report what happened in the past.
Financial projections are critical to
addressing current and future needs
What the Board Needs to Know &
Understand
What resources the organization has.
Sources of fund to acquire resources
and provide services (Assets)
How the organization has performed
financially

58.
Financial Statements
Balance Sheet
Financial status report.
Shows financial position at
a position in time.
Usually prepared last date
of accounting period.
Income Statement
Financial performance
report.
Covers the duration of the
reporting period.
Cash Flows
Explains the reason for change
in CASH during the accounting
period.
What were the sources of
cash inflows?
What were the uses of cash
outflows?
Can help you anticipate a
need for cash

59.
Financial Practices
 Adopt an annual operating budget
 Present the budget to the Board of Directors for adoption
 Prioritize accumulating sufficient financial reserves
 Prioritize eliminating any indebtedness (exception=building)
 Know how your organization’s operating budget is trending
 Develop a financial procedures manual
 Contract for an annual independent financial audit
 Maintain bonding/fidelity insurance on key employees
 Develop an indirect cost plan or rate
 Provide monthly financial statements to the Board of Directors
 Require multiple signatures on all checks

60.
Financial Reporting—Communicating
with the Board of Directors
 Be transparent at all times.
 Be direct at all times.
 Be truthful, don’t use numbers to paint the wrong picture.
 Don’t use jargon or technical language the board may not understand
 Use dashboards, graphs and summary reports to present the data in meaningful way
 Be consistent with financial reporting, use the same(effective) format each meeting to create familiarity
 Tie the budget and financial activity to how that helps achieve the organization’s purpose and focus
 Remembers a financial statement is only a snapshot of a specified period of time. It may be necessary
to provide trend data for you and the board to understand long term implications.
 Distribute financial reports in advance of the meeting to allow members to review, understand and ask
questions
 Offer training to your board members to enhance their understanding of the organization’s financial
structure and performance

61.
FINAL WORDS

62.
Intentional Improvement
In the next 30 days I will:
to improve my ability as a
leader
to improve how my
organization performs
to encourage and enable
staff/team members
In the next 90 days I will:
to improve my ability as a
leader
to improve how my
organization performs
to encourage and enable
staff/team members
In the coming year I will:
to improve my ability as a
leader
to improve how my
organization performs
to encourage and enable
staff/team members

63.
What I Wish I Knew When I
Started
1. Burnout is real
2. Arrogance achieves little, humility achieves much
3. It’s never wrong to do the right thing
4. Be open and transparent in all that you do.
5. Communication is critical
6. Don’t pursue self interests
7. Surround yourself with people smarter than yourself
8. Learn as much as you can from others
9. It’s OK to be lucky. Luck = Opportunity x Preparedness
Don’t write so that
you can be
understood, write so
that you can’t be
misunderstood
-President William Taft

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MarksNelsonCPA.com
Contact Us
816.743.7700
setcher@marksnelsoncpa.com
1310 E 104th St. Suite 300
Kansas City, MO 64131

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